N

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R
O
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NT
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AGE
How mana
gement
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Phi
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ho
contributed
in
manageme
nt?
Wh
o is the fat
her of
scientifc
manageme
nt?
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1.

2.

3.

4.

CHINESE: 1100 B.C. Management

Functions
GREEKS: 350 B.C. to 400 B.C.
Recognized management as a separate art
VENETIANS: standardized production using
the assembly line
MANAGERS OPERATED STRICTLY ON A
TRIAL AND ERROR BASIS

Ear

ly m

Pro

ana

gem

ent

Con

ce p

ts

duc Impres
ti on
si
& q ve per
uan
f
tity orman
, div
ce
isio
n of
la

170
STE 0 - 18
AM
0
E NG 0
INE

bor

Emergence of the Economies of Scale

Average cost of producing a particular
product decrease as production increase.
Opportunities for mass production.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Systematic Management
Scientifc Management
Administrative Management
Fayols Principles of Management
Human Relations
Webers Five Principles of Bureaucracy
Quantitative Management
Organizational Behavior
Open system view
Contingency

19th century, U.S. Businesses were centered

on manufacturing;
Tasks were subdivided and performed by
specialize labor (- poor coordination).
Attempted to build specifc processes and
procedures.
Managers were concerned on the internal
operations of their business.
The father of scientifc management..

1.

2.
3.
4.
5.
6.

Time and motion studies: Banks

Operations
Hiring and training
Standardization of tools
Instruction cards Breaks to eliminate fatigue
Piece rate system

Each areas.

Equity
The provision of justice and the fair and
impartial treatment of all employees;
b. Order
The arrangement of employees where they
will be of the most value to the organization
and to provide career opportunities;
c. Initiative
- The fostering of creativity and innovation by
encouraging employees to act to their own.
a.

d. Discipline
- obedient, applied respectful employees are
necessary for the organization to function;
e. Remuneration of personnel
- An equitable uniform payment system that
motivates contributes to organizational
success;
f. Stability of Tenure of Personnel
- Long term employment is important for the
development of skills that improve the
organizations performance.

g. Subordination of individual interest to

the common interest
- The interest of the organization takes
precedence over that of the individual
employee;
h. Esprit De Corps
- unity, shared enthusiasm foster devotion to
the common cause.

i.
-

Division of work;
Divide work into specialized tasks and
assign responsibilities to specifc individuals.

j. Authority
Delegate authority along with responsibility
k. Unity of command
- Each employee is assigned to only one
supervisor.

1.
2.
3.
4.
5.
6.
7.

8.
9.
10.
11.

Equity
Order
Initiative
Discipline
Remuneration of personnel
Stability of tenure
Subordination of individual interest to the
common interest
Esprit de corps
Division of labor
Authority
Unity of command

1.

2.

3.

Developed during the 1930s aimed at

understanding how psychological and
social processes interact with the work
situation to influence performance;
Emphasize informal work relationships and
worker satisfaction.
Hierarchy of Needs.

- Sense of
accomplishment
and achievement

1. Max Weber: are important, because they

allow large organizations to perform the
many routine activities necessary for
survival.
2. Foster specialized skills.
3. Five principles of bureaucracy.

1.
2.
3.
4.

5.

Authority is the power to hold people for

their actions;
Positions in the frm should be held based
on performance;
Positions duties are clearly identifed so
that people know what is expected of them;
Lines of authority should be clearly
identifed such that workers know who
reports to whom.
Rules, standard operating procedures and
norms guide the frms operations.

1.

2.

Emphasizes the application of quantitative

analysis to management decisions and
problems;
Helps manager make a decision by
developing formal mathematical models.

1.

2.
3.

1950s: Studies and identifes management

activities that promote employee
effectiveness through an understanding of
the complex nature of individual, group
and organizational processes;
Douglas McGregor 1960s.
Explain the behavior of people in a job
(X,Y)

Workers are lazy

and irresponsible
which requires
supervision and
motivation

Want to work, can

direct and control;
There must be
participation and
allow
opportunities

Open system
Takes resources from its external
environment and converts them to goods
and services;
I-P-O system ;
Organization is one system in a series of
subsystem

The idea that the organizational structure

and control systems manager choose
depend on are contingent on-characteristics
of the external environment in which the
organization operates;
Recommendations are set (SWOT)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Systematic Management
Scientifc Management
Administrative Management
Fayols Principles of Management
Human Relations
Webers Five Principles of Bureaucracy
Quantitative Management
Organizational Behavior
Open system view
Contingency